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Collaborate or Perish!

Collaborate or Perish!

In Collaborate or Perish! former Los Angeles police chief and New York police commissioner William Bratton and Harvard Kennedy School's Zachary Tumin lay out a field-tested playbook for collaborating across the boundaries of our networked world. Today, when everyone is connected, collaboration is the game changer. Agencies and firms, citizens and groups who can collaborate, Bratton and Tumin argue, will thrive in the networked world; those who can't are doomed to perish.

No one today is better known around the world for his ability to get citizens, governments, and industries working together to improve the safety of cities than William Bratton. At Harvard, Zachary Tumin has led senior executives from government and industry in executive sessions and classrooms for over a decade, burnishing a global reputation for insight and leadership. Together, Bratton and Tumin draw on in-depth accounts from Fortune 100 giants such as Alcoa, Wells Fargo, and Toyota; from masters of collaboration in education, social work, and the military; and from Bratton's own storied career. Among the specific strategies they reveal:

• Start collaboration with a broad vision that supporters can add to and make their own • Rightsize problems, and get value in the hands of users fast • Get the right people involved--from sponsors to grass roots • Make collaboration pay in the right currency--whether recognition, rewards, or revenue

Today companies and managers face unique challenges--and opportunities--in reaching out to others, thanks to the incredibly connected world in which we live. Bratton and Tumin provide practical strategies anyone can use, from the cubicle to the boardroom. This is the ultimate guide to getting things done in today's networked world.

From the Hardcover edition.

In Collaborate or Perish! former Los Angeles police chief and New York police commissioner William Bratton and Harvard Kennedy School's Zachary Tumin lay out a field-tested playbook for collaborating across the boundaries of our networked world. Today, when everyone is connected, collaboration is the game changer. Agencies and firms, citizens and groups who can collaborate, Bratton and Tumin argue, will thrive in the networked world; those who can't are doomed to perish.

No one today is better known around the world for his ability to get citizens, governments, and industries working together to improve the safety of cities than William Bratton. At Harvard, Zachary Tumin has led senior executives from government and industry in executive sessions and classrooms for over a decade, burnishing a global reputation for insight and leadership. Together, Bratton and Tumin draw on in-depth accounts from Fortune 100 giants such as Alcoa, Wells Fargo, and Toyota; from masters of collaboration in education, social work, and the military; and from Bratton's own storied career. Among the specific strategies they reveal:

• Start collaboration with a broad vision that supporters can add to and make their own • Rightsize problems, and get value in the hands of users fast • Get the right people involved--from sponsors to grass roots • Make collaboration pay in the right currency--whether recognition, rewards, or revenue

Today companies and managers face unique challenges--and opportunities--in reaching out to others, thanks to the incredibly connected world in which we live. Bratton and Tumin provide practical strategies anyone can use, from the cubicle to the boardroom. This is the ultimate guide to getting things done in today's networked world.

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Due to publisher restrictions the library cannot purchase additional copies of this title, and we apologize if there is a long waiting list. Be sure to check for other copies, because there may be other editions available.

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Chapter One

The Case for Collaboration

THE HUNT FOR TEN RED BALLOONS

On October 29, 2009, the Defense Advanced Research Projects Agency (DARPA) announced its "Network Challenge." At 10:00 a.m. on December 5, 2009, at ten locations throughout the United States, DARPA would let fly an eight-foot-diameter red weather balloon tethered to the ground. Each balloon would be readily visible from local roads and buildings--points the average person could reach. A $40,000 prize would go to the first team to accurately report the location of all ten weather balloons.

The contest was meant to replicate the challenge of trying to gather information about an adversary in an open environment. DARPA wanted to test whether ordinary folks using commonly available off-the-shelf technology and social media like Twitter or Facebook could work together--collaborate--to solve a problem that would be, in the words of one expert from the National Geospatial-Intelligence Agency, "impossible to solve by traditional intelligence gathering methods."

A team from MIT's Media Lab won. No surprise there. MIT had a slew of faculty and top graduate students, the most sophisticated equipment, and great publicity. CNN profiled them and drew attention to their cause. A Georgia Tech team placed second, for similar reasons.

Both teams competed fiercely. They put out misinformation, reporting false sightings, sent others on wild-goose chases, and bought time for themselves. Both teams wrote complex computer programs to defend themselves against such attacks.

Given their advantages, you would expect MIT and Georgia Tech to come out ahead--and they did, with a winning time under nine hours.

But what is interesting is the guy who finished in a tie for third with eight balloons, and actually led the pack for the first four hours of the competition--nineteen-year-old hacker George Hotz. Hotz heard about the contest only a couple of days before, and only an hour before it started he put up a website called Dudeitsaballoon.com.

How did he do it? His idea was based on a kind of mass collaboration.

Hotz had nearly fifty thousand followers on Twitter. They, in turn, had hundreds of thousands of followers. His plan was to mobilize them all--get thousands in the game and all those eyeballs searching for the prized red balloons. It almost worked.

Hotz was already famous in the hacker community for "jailbreaking" the Sony PlayStation and the Apple iPhone. He'd cracked their proprietary codes, and for the iPhone wrote software that let iPhone owners use it on any wireless network, not just AT&T's--much to AT&T's and Apple's chagrin and the hacker community's glee.

These legendary hacks made Hotz a star. He gained tens of thousands of Twitter followers, all of whom wanted to be the first to know what George Hotz might do next. On Twitter, they would soon find out.

On the day before the DARPA contest, Hotz--who went by his Twitter name, @geohot--tweeted his followers to stand by for a major announcement the next day. That started a buzz going in the Twitterverse and on hacker bulletin boards.

So I need your help to do two things, 1, find big red balloons, and 2, RT [retweet] and trend this !!!! http://bit.ly/7chum5 #dudeitsaballoon

He included a link to his website. The hashtagged #dudeitsaballoon guaranteed that if his message got retweeted, as requested, #dudeitsaballoon would rise to the top of the...

About the Author-

WILLIAM J. BRATTON is chairman of Kroll, one of Altegrity, Inc.'s three core businesses. Mr. Bratton joined Altegrity in November 2009 after serving as chief of the Los Angeles Police Department for seven years. Prior, he served as chief of the New York City Transit Police and commissioner of the Boston Police Department and the New York City Police Department. A frequent lecturer, writer, and commentator, Bill Bratton is known as one of the world's premier police chiefs. Mr. Bratton also serves on the Motorola Solutions board of directors. In 2009 Her Majesty Queen Elizabeth II recognized Bratton with the honorary title of Commander of the Most Excellent Order of the British Empire (CBE).ZACHARY TUMIN is special assistant to the director and faculty chair of Harvard Kennedy School's Science, Technology, and Public Policy Program, the most recent of a number of key posts that Mr. Tumin has held at the school. In addition to leading research programs and executive teaching at Harvard, Mr. Tumin served in senior executive roles for industry and government, including as head of public safety for the New York City public schools, on the executive staffs of the Brooklyn District Attorney and the New York State Organized Crime Task Force, and as director of the Financial Services Technology Consortium. A frequent lecturer, Mr. Tumin is also author of numerous teaching cases, working papers, reports, and essays.

www.brattonandtumin.com

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